Sustainable renovation of heritage buildings through IPDish and BIM: a case Study
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The 54th International Conference of the Architectural Science Association (ANZAScA) 2020
Sustainable renovation of heritage buildings through IPDish and
BIM: a case Study
Bani Feriel Brahmi1, Souad Sassi Boudemagh2, Ilham Kitouni3, Aliakbar Kamari*4
1, 2
AVFM laboratory-University of Constantine3 –Salah BOUBNIDER-, Constantine, Algeria
{feriel.brahmi, souad.sassi}@univ-constantine3.dz
3
University of Constantine2 -Abdelhamid MEHRI-, Constantine, Algeria
ilham.kitouni@univ.constantine2.dz
*4
Aarhus University, Aarhus, Denmark
ak@eng.au.dk
Abstract: Renovation of heritage buildings plays an important role in enhancing the built environment on
integrating sustainable development aspects, considering both environmental, economic, cultural, and
social contexts. A central, fundamental challenge within this field is handling enormous complexity
through the adaptation of more sophisticated technologies and project management models to improve
the quality of renovation projects and increase their sustainability and final performance. In the light of
this, this research paper aims to review and summarize a successful example of implementing Integrated
Project Delivery (IPD) strategies and tools, supported by Building Information Modelling (BIM)
technologies for the renovation of a heritage building, the Renwick Gallery of the Smithsonian Art
Museum, located in Washington, USA. The project goals, in particular, are set to reducing waste as well
as energy consumption of the building, and the IPD philosophy (IPDish) and BIM are used to enable the
collaboration and optimize efficiency in all project phases. The research study in this paper adopts a
qualitative approach through an analysis of the relevant literature as well as data collection from the case
study. As such, it explores the potential advantages of the IPDish+BIM application to managing the
renovation project and to enhancing its sustainability aspects.
Keywords: Integrated Project Delivery (IPD); Building Information Modelling (BIM); Heritage Building;
Sustainable Renovation.
1. Introduction
There is increasing attention around the world that heritage buildings are substantial social capital to any
country and that heritage renovation/conservation puts out economic, cultural, and social advantages to
urban communities (Tweed & Sutherland, 2007). Therefore, the renovation of heritage buildings has
become a revivification pathway to promote sustainability as well as to protect the heritage buildings'
significance and values (Fouseki & Cassar, 2014). Research about energy renovation existing buildings to
include also heritage buildings is expected to reduce the CO2 emissions and achieve
Imaginable Futures: Design Thinking, and the Scientific Method. 54th International Conference of the
Architectural Science Association 2020, Ali Ghaffarianhoseini, et al (eds), pp. 1026–1035. © 2020 and
published by the Architectural Science Association (ANZAScA).
1026
Bani Feriel Brahmi, Souad Sassi Boudemagh, Ilham Kitouni, and Aliakbar Kamari
added benefits, such as the reduction of life cycle cost of operating heritage building, improving energy
consumption, and decreasing maintenance costs. It, likewise, can be extended to enhance the indoor
climate and help to create a sense of place and belonging for people (Tweed & Sutherland, 2007). From
the sustainability perspective, heritage buildings are generally categorized to have a very high-energy
demand, as well as a poor indoor climate standard, particularly when it comes to a desirable indoor
climate (Rasmussen et al., 2015; Tomšič et al., 2017).
Many researchers and practitioners in heritage renovation focus on the contradiction between the
principle of "minimum intervention" and the current objectives of energy performance, as it has a high
impact on the architectural values, which should be preserved through the renovation intervention
(Kamari at al., 2017a). To deal with that, the sustainable renovation of heritage buildings requires cross-
disciplinary (Kamari et al., 2019b), sophisticated methods to develop holistic decision-making frameworks
(Kamari et al., 2018a) that will help professionals decide on the most appropriate renovation solution (
Kamari et al., 2018b, 2019c), to strike a balance by bringing further improvement to the users' living
conditions, the safety of the building, safeguarding heritage values, and reducing the energy consumption
(Fouseki and Cassar, 2014; Tomšič et al., 2017). Likewise, finding an optimal number of interrelating
policies, processes, and technologies that will contribute to this success with many involved stakeholders,
are yet another remaining challenges.
Integrated Project Delivery (IPD) and Building Information Modelling (BIM) are two innovative project
management methods driven by advances in technology and the redrawing of social relationships
(Rowlinson, 2017). IPD and BIM were emerged and being developed to improve the quality in the
construction projects, increase their performance, and eliminate weaknesses of current project delivery
systems (Azhara et al., 2014; Rowlinson, 2017). However, many studies revealed that IPD and BIM should
play together complementary and synergistically to provide more pragmatic and effective solutions to
complex project issues (Fakhimia et al., 2016). Shifting towards the application of IPD strategies and BIM
could be a beneficial and effective avenue to enable collaboration and achieve the target balance of the
sustainable renovation of heritage buildings.
Based on this underlying hypothesis, this paper presents the in-depth results of studying an original
heritage building, implemented via IPD philosophy (IPDish) and BIM. To this end, the article provides
empirical evidence of both the value and challenges of the current shift into IPD+BIM in such applications
on achieving the project sustainability goals effectively and efficiently, through a comprehensive
qualitative study. The case study conducted is the renovation of Renwick Gallery of the Smithsonian
American Art Museum, located in Washington, USA. The primary objective of the building renovation has
been stabilizing the historic structure for another 50–years, reducing waste, improving its energy
efficiency, and preserving its historic character.
The paper is organized in Section 2, beginning by defining IPD and BIM in the context of this paper,
and then reviewing the synergy between them and their application for heritage projects via an in-depth
study of the relevant literature in these areas. In Section 3, the study uses a qualitative exploratory case
study design (Yin 2003). A single case analysis (Yin 2003) was conducted to explore the phenomena and
investigate the changes occurred on using the synergy between BIM and IPD in a specific example, to gain
new insight. The data are collected from the technical articles of the renovation project, published in
reports and online services. This section provides a short presentation of the case study at first. Then, the
4P+T model from Kamari and Kirkegaard (2019a) consisting of the five strands, people, product, process,
policy, and technology is used as an analytical framework to investigate the potential of shifting towards
the application of IPD+BIM, where it enhances the renovation context to attain sustainability in
1027Sustainable renovation of heritage buildings through IPDish and BIM: a case Study
broader perspectives. The efforts are put in place to determine the collaborative practices across the
project and the degree to which the project team including the owner, architects, engineering, and
general contractor is able to effectively implement the tools and processes. Finally, section 4 presents a
brief conclusion and sets out recommendations for further research.
2. Background
IPD emerged as an alternative delivery method based on a relational contract to reduce wastes and
improve the construction industry performance (AIA, 2007). Today, many projects use the IPD as a
philosophy, where using incomplete models of integration through the application of different IPD
strategies and principals to a variety of contractual arrangements (Sive and Hays, 2009). However, BIM is
a digital delivery method to generate a systematic approach for managing the critical information within
a unique and shared platform, forming a reliable basis for decisions, throughout the building life cycle
(Succar, 2009).
Recent studies and documents highlight several connections and the benefits of using BIM and IPD
together (Kahvandi et al., 2017). They argue the integration requirement that can be effectively
accomplished by BIM implantation to achieve better decision-making and remove IPD implementation
barriers to deliver high-performance buildings (Azhara et al., 2014; Fischer et al., 2014).
Contrariwise, IPD is proposed by
specialists as the best project management
method to leverage BIM functionalities (AIA,
2007). Migilinskasa et al. (2013) and later
Fischer et al. (2014) discuss that BIM
adoption supported by the integrated
agreement, can remove collaboration
barriers, and enables the project team to
function as a virtual organization within the
search for better project delivery solutions
and alternatives rather than the fights for
individual benefits. Figure 1 illustrates the
ability of IPD design process through BIM to
make changes and provide optimal solutions, Figure 1: MacLeamy curve of the current shift into IPD
at an early design stage, to deal with the and BIM on construction project (Source: adapted from
project complexity at a much lower cost than Smith and Tardif, 2009; Kamari and Kirkegaard, 2019a)
is otherwise possible.
Based on the current IPD+BIM implementation experience, lessons learned from best practice
examples can be extracted from (AIA, 2012; Cheng, 2015). In addition, evidence of success in achieving
sustainable projects (Kamari at al., 2017b) within a high performing and collaborative environments is
essential, but that does not currently exist to a great extent within the literature (Ilozor and Kelly, 2012;
Nawi et al., 2014), especially for Heritage buildings. Counsell and Taylor (2017) report that IPD is
particularly helpful as a benchmark against which to analyse the goal of Heritage Building Information
Modelling (HBIM) as an integrated heritage building's delivery to conserving the cultural sustainability of
built heritage during their lifetime used management mechanism that incorporates all stakeholders.
Lucarelli et al. (2019) argue that the IPD methodology allows the improvement of the building process due
to data sharing and communication between stakeholders by eliminating any possible delay. Jensen
1028Bani Feriel Brahmi, Souad Sassi Boudemagh, Ilham Kitouni, and Aliakbar Kamari
et al. (2018) highlight the benefits of relational contracting and IPD for sustainable renovation projects on
creating trust and using a wide range of strategic, tactical, and operational tools by collaborative teams.
However, Megahed (2015) recommends BIM as support for IPD that allows model-based collaboration
between people, systems, and business structures and practices.
Unfortunately, Heritage conservation projects are very lack and far between the real-life case studies
carried out in the current literature. From the rare examples, Cambeiro et al. (2012) explore the
rehabilitation example of an old barn situated in a rural landscape in Spain converted into a modern
complex of apartments. The authors (Cambeiro et al., 2012) discuss the role of IPD elements application
as a solution to minimize the occurred budgetary deviations and to reduce the risks assumed by every
participant. It is stated that the team project creates collaborative decision-making around the different
involved agents, and succeeds in reducing the reworking and errors through iterative design alternatives.
In another project, IPD and BIM resulted in the achievement of a net-zero energy building (Cheng, 2015).
The renovation of the Wayne N. Aspinall Federal Building Courthouse (in Colorado, USA) was a design-
build project-deliver, with co-located integrated firms that placed emphasis on strong collaborative
relationships and an open-minded approach (Cheng, 2015). BIM was linked to the energy model early in
the project to facilitate the discussion by making clear connections between design changes and energy-
performance impact. The project succeeds in achieving 84% energy reduction from the national average
to be selected as the first net-zero historic preservation project in the USA.
In addition, to understand in more detail how the synergy between BIM and IPD enhance the
renovation context and achieve sustainability, we conduct an in-depth qualitative case study. The analysis
of case study facilitates exploring different outcomes to gain new insight.
3. Case study - The Renwick Gallery of the Smithsonian Art Museum
3.1. Brief presentation of the project
The Renwick Gallery of the Smithsonian Art
Museum, of 46,800 sqft building, is located at
Pennsylvania Avenue, Washington, USA. The
building is the first purpose-built art museum in
the USA. It was designed in the ornate Second
Empire style by James Renwick Jr. and
completed in 1859 as the Corcoran Gallery of
Art (see Figure 2). The structure was last
renovated between 1967 and 1972. The project
was listed on the National Register of Historic
Places on March 25, 1969, and is considered one
of the first buildings of the modern historic
preservation movement.
The building had a cultural interior Figure 2: The façade of the Smithsonian Art Museum
renovation consisting of a roughly $20 million during the construction phase. (Photo by Prakash
budget and an overall project cost of $30 million Patel; Courtesy of Consigli Construction, Co. Inc)
with funding through a 50-50 public-pri-
vate partnership, supported in part by a Save America's Treasure Grant. The project's core group
included the following companies: Smithsonian Institution (owner), DLR Group-Westlake Reed Leskosky
1029Sustainable renovation of heritage buildings through IPDish and BIM: a case Study
(architects), and Consigli Construction Co. (general contractor). Team selection began in 2012, and the
Smithsonian Institution took over the building in July 2015, it was open to the public on November 2015.
3.2. Investigation of the potential shift of IPD and BIM for the renovation of Renwick Gallery
We use the 4P+T model from the study by Kamari and Kirkegaard (2019a) as an analytical framework to
analyze and explore the potential shift of the IPDish approach supported by BIM for the sustainable
renovation of the Renwick Gallery in more detail; with a set of defined variables consisting of the five
strands (people, process, policy, technology, product). We address the benefit of the strategies, business
models, and tools applied by the team project (owner, Architects, engineering, and general contractor) to
achieve collaboration success through a specific example.
1) People - The team composition (and selection) was a key factor in establishing an influential
collaborative culture found in the project. The owner representatives had extensive experience from
previous major renovation projects in the past decade. The Smithsonian Institution selected the design-
bid-build contract for the project, and several elements of IPD were integrated. Best-value-selection
processes were fulfilled, and several factors affected the members' selection process, the increased team
involvement, the high-performance goals, and the economic-stimulus. The owner selected the DLR
Group+Westlake Reed Leskosky (WRL), an integrated design firm, advocate for sustainable design in all
project types around the globe.
In addition, the team broadens their definitions of project stakeholders to include subcontractors,
manufacturers, facilities managers, and community (participatory conservation). The increased number
of engagement points leveraged more aspects of building products and building use to influence the
overall performance. The design team and the General Contractor (GC) worked closely with a significant
number of external agencies to minimize the external impact of changes to the appearance of the building.
However, the project team faced a primary challenge with the building chiller plant. The vendor has
had an inferior performance on the project, with slow, incomplete, and inconsistent responses to design,
construction, and operations feedback. Contrariwise, the manufacturer of the LED lighting was considered
excellent in collaborative work. They invested additional time in research and development to create a
product that met a whole series of demanding attributes: cost, color stability, lumen output, luminous
efficacy, beam control, and flexibility.
Creating connections was essential to extending trust and sharing ideas among team members. The
experience of the owner representatives allowed them to set reasonable contingencies for construction
and provide an efficient decision-making structure. Decisions were made in a systematic and coordinated
manner to fix careful planning, focusing on "best for the project" that create balance preservation
objectives with interior systems. The teamwork provided an opportunity to share knowledge, learn
lessons and capitalize best practices and strategies to apply IPD in future projects, as well as achieve
continual improvement in the renovation of historic structures and augment the cultural consciousness
among them. That gave them some market advantages over those that never used it before.
2) Process - The early-involved key participants within an integrated design process were the primary
success of the project. The collective team had a deep appreciation for the "why" of the project, rather
than just the "how" of the project. A 50–year overall life cycle, before another major renovation, was
targeted. In the Planning phase, the design team worked closely with the contractor and the owner
1030Bani Feriel Brahmi, Souad Sassi Boudemagh, Ilham Kitouni, and Aliakbar Kamari
team to gather existing building documentation through interviews, on-site surveys, and review of
historical records dating back to the mid-1800s. This also comprised operational benchmarking, including
visitation, energy and water use, and exhibit requirements. The goals for the project were outlined in the
Owner's Program Requirements (OPR) document, which was developed in the first 60 days of the project
and continually updated. For example, the required environmental-control envelope for temperature and
humidity was discussed in the first 30 days and held for the rest of project period.
The design team encouraged the facility operations team and owner representatives to be involved in
the process from early conceptual design to ascertain and understand the life cycle costs. The process
began with a series of partnering meetings to prioritize goals and develop more significant connections
between team members. The design team benefitted from having six official design submissions, each
having its review processes. This allowed all stakeholders sufficient opportunity for design input. The
integration of MEP engineering directly within WRL's architectural team allowed challenging spatial and
historic preservation constraints to be addressed from the very beginning of the project. Lean
Construction principals and techniques have been incorporated to facilitate the IPD process; any decision-
making was performed using multi-attribute evaluation. Those attributes align closely with the attributes
supported by NIBS for the whole-building design process. The lean management practices also used later
by the general contractor to reduce risks in the construction Activities.
Cost estimating and energy analysis was also rigorously used in all of these phases to ensure a right-
sized approach to design. The team broke apart the Smithsonian's design standards and provided
feedback on every element through the lens of operations, cost, and resource impact. Life Cycle Analysis
of the costs associated with measures taken to improve performance (e.g. energy cost payback, water
savings, measured productivity gains); for example, the Life cycle analysis of LED lighting was evaluated,
with a focus on fixture life compared to initial cost.
The design team continued its engagement with the operations team during commissioning, and they
worked closely for two years to ensure the full understanding of design intent to allow optimized
performance.
3) Policy - The specific policies and incentives around performance was an important framework for
the project to organize the work. The project incorporated systems designed to provide an ASHRAE Class
A museum environment of activity levels (met = 1.0 to 1.5), clothing insulation levels (clo = 0.5 or 1.0), air
velocities (40 fpm target), space air temperature (70°F to 74°F typical range), radiant temperature (within
5°F of ambient), (45 percent±8 percent) for the humidity and condensation control were carefully
considered. The design team used Benchmarking Software and Methodology like ENERGY STAR Portfolio
Manager. They worked with pre-renovation energy, water, and environmental data to set project targets
within the context of the Architecture 2030 challenge and the Smithsonian's sustainability framework,
which was shaped by Executive Order 13514 for Federal Sustainability Leadership. The project achieved a
26% improvement over ASHRAE Standard 90.1-2007, and get a Class D Net Zero Energy Building (An off-
site purchased renewables Net Zero Energy Building).
In addition to the high-performance design principles from the Whole Building Design Guide, the LEED
rating system was also used as a framework for tracking integrated design and construction measures for
a sustainable process in the renovation process. Therefore, in July 2017, the U.S. Green Building Council
certified the building as "LEED for New Construction and Major Renovation (LEED-NC)."
The building listed on the National Register of Historic Places, the design work incorporated the respect
of the Secretary of the Interior's Standards for Rehabilitation consisting of 10 guiding
1031Sustainable renovation of heritage buildings through IPDish and BIM: a case Study
principles for historic-building projects. Significant tax and grant incentives available through federal and
state programs are contingent on the successful implementation of these standards.
4) Technology - For efficient environmental performance analyses and sustainability enhancement,
the team members used a set of sophisticated technologies including Design Software (Autodesk AutoCAD
and Revit, Trimble Sketchup. Photo-realistic rendering); Energy Simulation Software, (Trane Trace 700;
the NIST BLCC tool), and lighting simulation software (AGI-32 lighting evaluation tool). The exchanging
data between them fostered efficient information management and provided project transparency to
meet the high degrees of the building complexity.
The teamwork used laser scanning, photogrammetry, and other materials and technologies for the
building examination. The laser-scanning process allowed the development of a high-fidelity existing
spatial-condition model of the building not previously possible allowed for final integration of systems,
and greater clarity for system maintenance. A massive quantity and stores semantic inter-related
information are represented as well as external documents, and it integrates geometric and non-
geometric datasets. Virtual modeling was critical to allowing clash detection of art with building systems,
as it moved through the basement from the building entrance to the workshop.
5) Product - Cost and schedule predictability were important drivers of using IPD mindset and BIM on
this project in addition to its technical complexity, which required interdisciplinary teamwork. The team's
success was evaluated on the ability to meet the project budget and schedule while meeting the goals
outlined in the Owner's Program Requirements (OPR). Managing the schedule and keeping the project on
track was a challenge given the technical complexity of the building. The total construction cost budget
was $20 million ($427/sqft), excluding exhibit fit-out support infrastructure, in contrast to the average
cost for 137 museum projects that was $772/sqft based on data from the American Alliance of Museums
(2003-2010).
The Renwick's improvements deliver comfort energy savings with creative retrofits. The measured net
EUI had a 49% reduction from the national average, and the renovation provided daylight to 90% of the
staff areas. The design team worked closely with Scott Rosenfeld, the Smithsonian's staff lighting designer,
to develop a flexible and efficient LED lighting scheme. The team further worked with several LED lighting
manufacturers (Meetings included joint visits to manufacturers, review of precedents at other
institutions, and meetings with other discipline leaders), which led to the development of a new type of
LED source specifically for the specialized needs of the Renwick (narrow-spot, high-throw). This resulted
in approximately 60 % first cost savings and under a 3-year payback over the use of halogen only sources.
The building is one of the first museums in the United States to use an all-LED solution for gallery lighting,
and the source is now being sold for use in other markets, such as hospitality and retail.
The building incorporates modern life-safety systems, while at the same time improving indoor
environmental quality. The building systems can now support a wide range of exhibits with greater HVAC,
electrical, and structural load capacity and flexibility. The Renwick Gallery quickly exceeded its previous
annual visitation average in attendance from 175,000 annual visitors in 2012 to 800,000 annual visitors
since the museum's reopening in 2015.
On the other hand, the collaborative environment allowed the teamwork to preserve heritage values
and deal with technical and spatial constraints. The museum encountered issues with surface
condensation, due to a lack of air movement and stable supply air dew-point control. These spatial
limitations demanded strong coordination and open communication among team members to provide
optimal solutions. According to Roger Chang (principal, director of engineering, Westlake Reed
1032Bani Feriel Brahmi, Souad Sassi Boudemagh, Ilham Kitouni, and Aliakbar Kamari
Leskosky), the most significant achievement of the IPD mindset was the avoidance of raising the building's
roof height by 10 ft. Fortunately, the structure created by the Smithsonian's processes was beneficial, as
it allowed for predictability of documentation expectations and an orderly way to capture the change in
a transparent way. This led to a strong focus on reduced cooling-load demand, facility operations input,
risk reduction for art, and overall space usability.
The virtual product - The project was one of the first to use a full virtual-construction model, which
has now become a requirement for future modernization projects for the Smithsonian Institute. The
contractor worked closely with subcontractors and the design team to develop a detailed 3D model to a
400 level of definition of all building systems. This process allowed for the final integration of systems with
a dimensional fidelity not previously possible
Figure 3 summarized 31 benefits of the potential shift of IPD+BIM in the sustainable renovation of the
Renwick Gallery through the analytical application of 4P+T seminal strands.
Figure 3: The potential shift of IPD+ BIM in the renovation of Renwick Gallery
The results reveal that the use of IPD through BIM over a design-bid-build delivery model enables the
high stakeholders' involvement and collaboration in this project, with effective communication and
accurate, proactive decision-making at an early design stage. In terms of building outcomes, the project
attained the above target balance as it has met the budget and schedule goals and has achieved a high
level of innovation and advanced sustainable-building technologies together with preserving the heritage
buildings' characteristics and features. The project has achieved 49% energy reduction from the national
average and obtained the LEED Silver certification. These findings are relevant to building design
researches and practitioners, who can use the resultant to better navigating the IPD through BIM, and
advance the sustainable renovation of heritage buildings with multiple stakeholders.
In addition, many lessons can be learned from the project, and the most important among others is
that the composition of teamwork plays a vital role in enabling the adoption of an IPD approach in an
1033Sustainable renovation of heritage buildings through IPDish and BIM: a case Study
efficient track. The selection of qualified integrated firms committed to the collaboration process, along
with the owner in complex projects, could facilitate the trust built among team members to achieve
project goals. Moreover, the choice of industrial manufacturers should be taken after careful
consideration to avoid any disrupts in the project and maximizing their values.
4. Conclusion
The need for collaborative approaches to managing heritage renovation projects is evident concerning
the requirements for reaching sustainability together with preserving the heritage buildings'
characteristics and features. This paper presented an in-depth discussion and results of the application of
two innovative project management methods driven by advances in technology, IPD+BIM, for sustainable
renovation of the heritage buildings. To this end, a literature review and concrete case study were carried
out. Even though the significant limitation to this study concerned the data collection in terms of
willingness, the findings indicate that there are potential advantages of IPD strategies adoption through
BIM on sustainable renovation projects over a traditional design-bid-build delivery model. Likewise, it was
observed that the early involvement of key participants allows the stimulation of integrated intervention
design, establishing efficient environmental performance analyses and sustainability-enhancement, at an
early stage. In a collaborative environment, stakeholders endeavoured to cope with the complexity of
achieving a balance between sustainable building performance (environmental, budget, time) and
heritage values preservation, through a full virtual- construction model, which can be used for operation
and maintenance, as well as future upgrading of the building.
The case study may be of particular value to future studies that seek the best implementation of IPD
in the different delivery models for heritage renovation projects. However, it is of great importance to
investigate the readiness of the heritage industry to improve its project delivery process through the
implementation of the synergy between IPD and BIM. The understanding of the challenges and value-
adding potential is fundamental at this early stage. Furthermore, the choice of the organizational and
business structure should be smoothly adapted to the sustainable renovation characteristics and best
suited to the capabilities and participants' needs to implement the heritage projects efficiently, and in an
applicable tendency
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